HR-Led Co-Design for Neuroinclusion: Transforming Neuronormative Organizations Through Critical Pragmatism and Sociotechnical Systems, by Jonathan H. Westover PhD

Abstract: Despite increased awareness of neurodiversity in contemporary workplaces, organisational responses remain fragmented, compliance-driven, and disconnected from neurodivergent lived experiences. This article examines how human resource management can catalyse systemic transformation toward neuroinclusion through co-design approaches grounded in critical pragmatism and sociotechnical systems theory. Drawing on Özbilgin et al.'s (2025) process model, we identify four core organisational challenges—legal ambiguity, stakeholder ignorance and indifference, disclosure dilemmas, and resistance to change—that perpetuate neuronormativity. We propose evidence-based HR-led interventions centring neurodivergent voices in organisational redesign, including participatory awareness-building, inclusive policy co-creation, relational support mechanisms, and embedded feedback systems. These interventions yield anticipated outcomes of enhanced recognition, realised potential, improved engagement, and reduced barriers. This article contributes to HRM scholarship by repositioning human resources as facilitators of collaborative, justice-oriented, and iterative organisational change rather than administrators of procedural compliance. Implications for practice include the necessity of participatory research, cross-contextual implementation studies, intersectional analyses, and robust evaluation of co-designed HR systems that enable meaningful transformation toward neuroinclusive workplaces.

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